Entrepreneurship: Traditional vs. Modern Recruitment Methods

This essay delves into the evolution of recruitment strategies within the field of entrepreneurship, contrasting traditional and modern approaches. It highlights the critical challenges faced by industrial-organizational psychologists in talent acquisition, particularly the shift from conventional methods like interviews and reference checks to the utilization of social media, job portals, and personality assessments facilitated by technology. The essay elaborates on the differences between old and new recruitment methods, analyzing the implications of digital interviews, background checks through social media, and the use of personality tests. It then reflects on the impact of these issues on organizations, addressing concerns about candidate privacy, the costs associated with new recruitment tools, and potential ethical violations related to the identification of personal attributes. The essay concludes by emphasizing the importance of integrating both traditional and modern methods to optimize talent management and maintain organizational productivity and competitive advantage.

Running head: ENTREPRENEURSHIP
Entrepreneurship
Name of Student
Name of University
Author Note

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Table of contents
Introduction................................................................................................................................2
Critical challenge.......................................................................................................................2
Elaboration of the position.........................................................................................................4
Reflection of the application of the issues in organisations.......................................................6
Conclusion..................................................................................................................................7
Reference....................................................................................................................................8

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Introduction
In the modern world, it is necessary that organisations have technological implication
is essential for success. Without technology, it can be difficult for organisations to maintain
its success in the business world. However, Church et al. (2015) are of the opinion that
technology can sometimes be the cause of the waste of talent. This is mainly because the
talents and skills of the employees are depleted by the excess use of technology in every
department of an organisation. Scientific research on the innovation of the technology related
to innovation is limited and so no such evidence exists on such a method. Hence, the use of
the traditional method of identifying the talents and potential of employees is so that the
dependence of technology can be reduced. The commentary provides a detailed analysis of
the challenges that industrial-organisational psychologists face while implementing this
technique. The position identified in the article is analysed and an elaborate version of it is
provided so that it can be applied to organisations.
Critical challenge
One of the growing prospects in modern organisational development is the search for
raw talents. Talented employees are required so that an organisation can maintain its
productivity and efficiency. In order to do so, it is necessary that the managers find ways to
recruit the people either from the local environment or from areas outside the locally.
Presently, with the advent of technology, the employers use social media and other job
portals to find out talents. Employees seeking employment also focus on these social media
and job portals to come in the view of the recruiters. In the words of Al Ariss, Cascio and
Paauwe (2014), these job portals and social media provide a detailed persona of the
employees and the employers. This reduces the job profiles of the recruiters as the required
information and criteria about recruiting are already found in the social media platforms.

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However, Deery and Jago (2015) stated that there are certain challenges that exist while
recruiting for candidates using the social media.
One of the most important challenges that the recruiters face is the ability to use the
application. The candidate profiles in the job portals can be accessed instantly as per the
requests of the recruiters; however, the social media profiles pose a concern as the candidates
normally keep these profiles in privacy. This may create a sense of disturbance for the
recruiters as at times, the employers look towards understanding the candidates by the
activities they carry on in the personal lives. This acts a background check of the candidates
that can be used as a code of reference while seeking employment. Collings, Scullion and
Vaiman (2015) stated that identifying the true self of an applicant is essential so that the
position of the candidate in the organisation can be determined. The challenge in this regard
is the fact that the candidates may remain cautious of the employers and makes change the
behaviour patterns so that they can remain on favourable terms with the employees.
Another application that can be considered is the fact that with the age of technology,
the most people have been witnessed the revolution of digitalisation. The introduction and
application of smart phones have enabled technical expertise personnel to create a phone
metadata that can be used to access phone details such as frequency of calls made, duration,
and location. As suggested by Landy and Conte (2016) this technology can be used to
understand the personality of the candidates. Based on this analysis, employment can be
made to these potentially skilled employees. However, the challenge in this prospect can lie
in the fact of the invasion of privacy. The application of personality tests such as the Big Five
Personality model can help in identifying the personality of an individual, but the fact that the
privacy of an individual is invaded is a greater cause of concern for the people. Thus, it is
necessary to abstain from such a method and focus n the traditional recruitment method that
involves making personal contact with the candidates and their references.

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An important challenge faced by the job seekers is the fact that excess time is spent on
writing the resume. According to Deery and Jago (2015), the manner in which the candidates
present themselves to the employees increases the opportunities of being selected. However,
the amount of time dedicated to making a job portal resume look good or a social media
profile look attractive can be used for improving the skills and expertise further. Thus, the
candidates can use the traditional method of seeking jobs by making appointments with large
organisations provided the requirement of the organisation and the talents of the candidate are
aligned together. Thus, it can be said that the comparison between the new and old methods
of recruiting candidates have many differences that provide opportunities in the modern
world as well as challenges. In this regard, elaborate details can be made concerning the
techniques used in the traditional requirement with that used in the modern recruitment of
candidates.
Elaboration of the position
The focus of the article is the difference that exists between the old and new method
of employment. Chamorro-Premuzic et al. (2016) provide a detailed analysis of the position
that existed in the traditional method along with the position that exists in the modern day.
The new and old method of identification focuses on the dimensions that used to assess the
changes that have been brought about in the methods. For example, in the earlier days,
interviews were taken of the candidates to understand the talents and knowledge of the
candidates. The physical presence of a candidate contributed to the selection process as it
helped the employers analyse the candidates directly. However, in the modern world, digital
interviews and voice profiling are used as methods of the interview. This provides candidates
with the luxury to remain at home and be present online for the interview scheduled. Riggio
(2015) observed that such a method might pose problems in understanding the personality
and the creditability of the candidates as the responses given can be easily fabricated.

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Apart from this hiring of candidates, require a thorough background check. This can be done
checking and cross-referencing the information provided in the resume. The manner in which
this is done has varied from the traditional method. According to Lefkowitz (2017) earlier
days the cross-examination was done upon the candidate by analysing the responses provided
by them. This required marinating a thorough analysis of the activities of the candidate by
allowing them to provide a self-report of the activity that has been presented in the resume. In
the modern days, this method is carried o by assessing the social media platforms in which
the candidate is a part. Despite the privacy of the information by the candidate, the employers
manage to analyse the facts of the candidates by staying in touch with the neighbours, friends
and former peers that will provide the required information about the candidate. Some people
can consider this as a breach of privacy, however, with an employment factor being at stake;
most potential candidates generally ignore such activity.
Similarly, the personality traits of the candidates are assessed by using different
techniques. Traditionally the personality of the candidates was mainly done by using methods
such a 360 and self-reports. This provided ideas about the thoughts and feelings that the
candidates have with themselves and the manner in which it resembles with that of the peers.
The opinion of the employer was also taken into consideration to evaluate the candidate and
make him suitable for the particular job. However, with the advent of technology and
digitalisation, the opinion provided by the peers and the popularity of the candidate with the
crowd is taken into consideration. Guzzo et al. (2015) opined that the changes that have
evolved from the traditional style have a significant contribution to the business. These
changes can bring about proper functioning within an organisation or can deplete an
organisation from finding new talents. Nevertheless, the switch to modern technology is
required to draw the attention of the candidates as the psychology of the candidates in terms

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of using modern technology is at par with the psychology of the employers seeking
employment of technically advanced candidates.
Reflection of the application of the issues in organisations
The issues identified in the article can have a significant impact on an organisation.
The foremost issue that has been seen is the privacy of the candidates. The use of
digitalisation and accessing the social media profiles of the candidates pose a serious threat to
the hiring of candidates. Baum, Frese and Baron (2014) stated that the privacy concerns of
the candidates are one of the essential factors that need to be considered before implementing
a background check of a candidate using social media. The fact that such tools have not been
developed to check the background of the candidates in a subtle manner may have a serious
problem for the employers. This is because the Governments and other privacy advocators
may pose threat towards the organisations for conducting an unethical business. This may
hamper the reputation of the concerned organisation and cause a significant dent in the
possibilities of gaining talented employee Baum, Frese and Baron (2014). Hence, changes
need to be made in the cross-examination of the candidates so that such ethical issues can be
avoided.
Another cause of concern is the cost of the new tools required for gaining a talented
employee. In the traditional method, a simple advertisement to the newspapers was more than
enough to gain a talented candidate. The talent acquired and the productivity gained from the
candidate could surplus the cost required for printing the advertisement. In the modern digital
world, advertisement via newspaper is used by certain organisations; however, the real
investment is made on the digital acquiring of talents. This requires a healthy cost as the
finances required for identifying these costs cannot be generated by most organisations. The
developers of the tools charge a high price to ensure that accuracy of the modern technology

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is maintained (Koppes 2014). It has been seen that with the increase in the experience of the
user, the price of the tool decreases thereby, the accuracy of the tool also diminishes which
becomes a cause of concern for the employers.
Apart from this, the new tools are made in a manner that identifies ethical issues
related to an employee. Facts such as gender, religion and race of a candidate are identified
by the application of the modern means of talent identification. According to Baum, Frese
and Baron (2014), this may provide a problem for the organisations as the candidate may
attribute their rejection based on the identification of such information. Hence, this can be
considered as another violation of the ethical codes that govern an organisation. It can be said
that the commissions that provide guidelines for the violation of these codes need to be
concerned with the implementation of this method.
Conclusion
Thus, it can be concluded that with the given increase in the organisational
performance and industry reputation, the use of modern methods of talent management is
important to combat the competitors. It can be effective for an organisation if manages to
maintain the traditional, as well as the modern method as the existence of both these methods,
can have a significant impact on the productivity of an organisation. The fact that to get a job,
candidates have to be physically present for the interview provides evidence that the
traditional methods are important for recruitment. The other new methods used are generally
to follow the trends of the modern world so that a safe recruitment can be made. The issues
concerning the recruitment of the individual using modern sources need to be solved before
the acceptance of these sources in the market. Thus, organisations need to consider both
sources and ensure that the method used for the recruiting of candidates yields profitable
results for the organisation.

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Reference
Al Ariss, A., Cascio, W.F. and Paauwe, J., 2014. Talent management: Current theories and
future research directions. Journal of World Business, 49(2), pp.173-179.
Baum, J.R., Frese, M. and Baron, R.A. eds., 2014. The psychology of entrepreneurship.
Psychology Press.
Chamorro-Premuzic, T., Winsborough, D., Sherman, R.A. and Hogan, R., 2016. New talent
signals: Shiny new objects or a brave new world?. Industrial and Organizational
Psychology, 9(3), pp.621-640.
Church, A.H., Fleck, C.R., Foster, G.C., Levine, R.C., Lopez, F.J. and Rotolo, C.T., 2016.
Does purpose matter? The stability of personality assessments in organization development
and talent management applications over time. The Journal of Applied Behavioral
Science, 52(4), pp.450-481.
Collings, D.G., Scullion, H. and Vaiman, V., 2015. Talent management: Progress and
prospects.
Deery, M. and Jago, L., 2015. Revisiting talent management, work-life balance and retention
strategies. International Journal of Contemporary Hospitality Management, 27(3), pp.453-
472.
Guzzo, R.A., Fink, A.A., King, E., Tonidandel, S. and Landis, R.S., 2015. Big data
recommendations for industrial–organizational psychology. Industrial and Organizational
Psychology, 8(4), pp.491-508.
Koppes, L.L., 2014. Historical perspectives in industrial and organizational psychology.
Psychology Press.

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Landy, F.J. and Conte, J.M., 2016. Work in the 21st century, Binder ready version: An
introduction to Industrial and Organizational Psychology. John Wiley & Sons.
Lefkowitz, J., 2017. Ethics and values in industrial-organizational psychology. Taylor &
Francis.
Riggio, R., 2015. Introduction to industrial and organizational psychology. Routledge.